The Interplay of Leadership Styles, Social-Emotional Wealth, and Succession Planning in Middle Eastern Family-Owned Enterprises: A Path to Sustained Family Business

Thesis Defence
The Interplay of Leadership Styles, Social-Emotional Wealth, and Succession Planning in Middle Eastern Family-Owned Enterprises: A Path to Sustained Family Business

Mohamad A. Almasri will publicly defend his thesis.

December 12, 2024
10:00-12:00 (CET)
Amphi M1030 at ESCP Montparnasse Campus or online via Zoom

Attend the defence

Abstract

This research thoroughly and deeply examines the interrelationship between socio-emotional wealth (SEW), leadership styles, succession planning, and sustainability in Middle Eastern family-owned businesses. Given the huge monetary commitment of family endeavours in the Middle East, understanding the elements of leadership advances, the impact of socio-emotional variables, and the quest for sustainability is fundamental for their drawn-out suitability.

By blending discoveries from three distinctive pieces of research, this examination offers an exhaustive investigation of these critical ideas through a psychodynamic lens, giving a top-to-bottom investigation of family-owned business structures within the Middle Eastern social setting. The findings show that SEW is an essential driver of dynamic cycles, significantly affecting monetary execution, initiative succession planning, and feasible strategic policies.

The document additionally examines the roles of different leadership styles — explicitly dictatorial, appealing, and ground-breaking authority — and their differential effects on business results, generational leadership advances, and the manageability of privately-run companies. In addition, this examination digs into the significance of regional social norms (Middle East), generational movements, and the complicated elements of family connections, which are critical to understanding the intricacies surrounding succession and long-haul continuity in family-owned businesses.

By offering a nuanced and explicit comprehension of these elements, this research not only adds to the extended body of published literature on family-owned business leadership but also provides significant insights to enhance leadership transitions and help improve the manageability and continuity of family-owned businesses in the Middle East.

Jury